Fletcher Student Karen Coppock Discusses Her Doctoral Research
Collaboration Conundrum: Improving Collaborative Efforts to Increase Internet Demand in Emerging Markets – The Case of Mexico.
The focal point of the information and communication technology (ICT) industry is rapidly shifting toward emerging markets. However, barriers such as low education and income levels hinder demand for Internet and related services in these markets.
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“Collaboration between firms, governments, universities and non-governmental organizations is required to overcome these barriers and stimulate Internet demand”. Ms. Coppock asserts and observes that while research efforts have focused on the need for, and benefits of these collaborative business models, the actual strategies being pursued and the factors contributing to their economic and social success remain unexplored.
Ms. Coppock was motivated to pursue doctoral studies after acquiring wide experience in the ‘real world’ for almost a decade. “I was very intrigued by the blurring of the lines between business and social problems, for example the digital divide has both social ramifications-inequality, and, commercials opportunities-untapped markets. I wanted to take the time to really analyze the issues; a luxury not afforded in the short-term oriented private sector, and apply lessons learned into ‘real world’ programs and strategies”. She says. She feels strongly that the private sector has the resources and ability to achieve large-scale social change.
Ms. Coppock joined the PhD program in 2001 and expects to graduate in the summer of 2004. “Fletcher was a logical choice. It was one of the few schools which allowed me to do interdisciplinary research”, she adds.
Her research spans three disciplines; economic development, business strategy and technology policy as she explores the simultaneous resolution of business and social problems, primarily via inter-organizational collaboration. She is keen on the Internet and collaborative business models of leading ICT firms in Mexico. “I have conducted three field research trips to Mexico, interviewed senior-level ICT executives; non-profit, university and government leaders on the factors which contribute to the success or failure of their collaborative efforts to increase Internet demand” She affirms.
On the challenges she is facing, “..More questions than answers, every set of interviews and conversations leads to many more questions. There are many more failures than successes and no easy answers.” She responds and adds that inter-organizational collaboration is difficult, more so when organizations of different economic sectors, both private and public participate. But the greatest challenge is faced when the objective is to increase overall demand and develop new markets.
She admits that business leaders want to have an impact on society, but are under extreme pressure to deliver short term results. Her other observation is that the economic downturn has had a negative impact as it intensifies these pressures and leads to the demise of many solid collaborations. In her view, social success tends to be achieved via collaborations focused on small scale, bottom-up, locally-relevant and applicable solutions. But since leading firms and governments need large scale, big impact programs to be economically attractive, social and economic success then appear to be inversely related. This, she asserts, is quite a dilemma for both the private and public sector.
Presently, Ms. Coppock is a fellow at Santa Clara University's Center for Science, Technology and Society and a member of the Graduate Student Committee, at Stanford Business School's Social innovation journal. She is also an Affiliate at the Berkman Center for Internet and Society, Harvard Law School.
Ms. Coppock received her Master’s Degree from the Fletcher School in 1996 and graduated cum laude in business administration and modern languages (Spanish) from California State University in Chico. Prior to enrolling for her PhD studies, she worked with Telcordia Technologies Inc, initially as Director, of Caribbean and Latin America, and later as Assistant Vice President of Strategic Accounts.
In a decade’s time, Ms. Coppock expects to lead the emerging market strategy or corporate social responsibility direction for a Fortune 100 firm, and qualifies that at that time, business models would have evolved to the point of successfully addressing business and social issues simultaneously in a multitude of industries and environments.